The Effects of Differing Knowledge Transfer Strategies on Group Decision Making and Performance

Encouraging reflection on one's existing knowledge in a group setting increases shared understanding, makes information available for problem solving, and makes it easier for members to show and to be shown the merit of others' preferences. However, it is also possible that attempting to constrain the process by which problem solvers manage this reflection process may prevent them from effectively tailoring their approach to different problems. The current research focuses on how the nature of different knowledge transfer strategies impacts problem solving processes and outcomes by examining manipulations of, or constraints to, problem solvers' approach to knowledge transfer. Participants were directed to generate associated knowledge in preparation for answering a series of estimation items, either in a group or individually. We found that groups using a shared reflection process (as opposed to reflecting at an individual member level) were able to give more weight to the inputs of their more expert members and that groups outperformed individuals. We discuss the process of promoting knowledge transfer in a group context relative to an individual context and relate this to the concept of task demonstrability. Copyright © 2017 John Wiley & Sons, Ltd.     

Using Relative Confidence Judgments to Evaluate Group Effectiveness

The performance of groups can be greatly influenced by their ability to identify their best member. This study investigated this issue in the context of a quantitative judgment task. Relative confidence judgments were used to determine the extent to which group members were able to identify their best member. The effectiveness of groups was also compared across three experimental conditions that varied in terms of the specific instructions group members were given about the group discussion. Results indicate that group members were often able to identify the most accurate member even though the judgment task did not have a demonstrable solution. Groups were also at least as accurate as their best member nearly 40% of the time. The group process intervention that encouraged group members to try to determine the most accurate individual judgment fared better than the intervention that focused on intraindividual accuracy rankings. Groups in this condition also showed the strongest correspondence between identifying the best member and performing at this level. Groups assigned to an unstructured group discussion condition performed nearly as well as those assigned to the more successful of the two interventions.     

Intergroup and Intragroup Aspects of Leadership in Social Dilemmas: A Relational Model of Cooperation

Two experiments investigated how leadership shapes individual contributions in small groups facing public goods dilemmas. We predicted that the influence of leaders would be determined by their ability to fulfill both instrumental needs (solve the free-rider problem) and relational needs (contribute to the identity) of group members. The relative importance of these two needs was expected to vary with the salience of group membership (social vs personal identity). This hypothesis was supported in two experiments. Experiment 1 revealed that leaders showing group commitment and fairness toward members were more effective at raising contributions when social identity was salient. Furthermore, Experiment 2 showed that highly committed leaders were more influential when social identity was salient, whereas leaders with intrinsic leadership skills were more influential when personal identity was salient. This suggests that the effectiveness of leader solutions to social dilemmas depends upon the fit between leader characteristics and member expectations.     

Group performance and interpersonal evaluations as determinants of egotistical attributions in groups1

Group members often try to claim personal credit for the successes of their group while avoiding blame for group failures. Two experiments examined the effects of evaluations from their fellows on such egotism in groups. In Experiment 1, 96 subjects participated in four-person, problem-solving groups, and, after completing the group tasks, rated the competency and worth of each of the other group members. Subjects then received bogus written feedback indicating that the group had either succeeded or failed, and that the other members had considered them: (a) the most competent member of the group, (b) the least competent, or (c) of average competence. Group performance and personal evaluations interacted in influencing subjects' perceptions of their personal performances, relative responsibility for the group performance, and potency within the group, generally supporting predictions derived from self-esteem and equity theory. Subjects claimed more responsibility for success than for failure only when they were favorably evaluated by their peers, and claimed the least responsibility for group success when they were unfavorably evaluated. The latter acceptance of negative peer evaluations was examined in Experiment 2, which manipulated the consensus of the evaluations given 76 high or low self-esteem subjects. Regardless of their self-esteem or the consensus of the evaluations, subjects again seemed to accept unfavorable evaluations. High self-esteem subjects did, though, rate their personal performance and relative responsibility higher than low self-esteem subjects.     

Knowledge transfer between groups via personnel rotation: Effects of social identity and knowledge quality

The study examines the effects of social identity and knowledge quality on knowledge transfer across groups. One hundred and forty-four students performed a production task in three-person groups. Midway through the task, a member from a different group rotated into each group. The primary dependent variable was whether the group adopted the production routine of the rotating member. Analyses revealed the predicted main and interactive effects. Groups were more likely to adopt the routine of a rotator when they shared a superordinate social identity with that member than when they did not. Groups were also more likely to adopt a routine from a rotator when it was superior than when it was inferior to their own. Further, superordinate groups adopted the production routine of the rotator when it was superior but not inferior to their own, whereas groups that did not share a superordinate identity with the rotator generally did not adopt the rotator’s production routine, even when it was superior to their own and would have improved their performance.     

Adapting to fill the void: Dynamic group coordination as a function of differing domain roles and instrumentality

In groups, member coordination is influenced by a complex set of factors including who has what knowledge (which implies who is responsible for different task domains) as well as the differing incentives associated with performing within those domains. We show that the distribution of members' expert roles interacts with the desirability of different task domains to impact member perceptions of the task, coordination, and performance. Group members who have expertise in a highly desirable domain (i.e., key experts) perceive the task differently than members who do not and report that their approach to the task is determined to a greater extent by an attention to capturing highly desirable contributions for the group than do other members. Furthermore, when a group lacks a key expert, groups divide the work involved within a highly desirable domain across multiple members. This results in the group doing well in the highly desirable domain itself, but overlooking other domains and performing poorly, overall. We discuss the theoretical implications of this research as well as its practical applications.     

The effects of variability and expectations on utilization of member expertise and group performance

One of the most important resources a group has is the expertise of its members (Hackman & Morris, 1975; McGrath, 1984). Further, research suggests that recognition of expertise plays an important role in group performance (e.g., Libby, Trotman, & Zimmer, 1987). The current study experimentally manipulated member expectations and within-group variability and examined their relationships to recognition of expertise, utilization of expertise, and performance on a complex group decision-making task. Results indicate that variability and expectations affect utilization of expertise primarily through their effects on recognition of expertise. Recognition of expertise is positively associated with how often groups defer to their best member, but even when all members recognize the best member groups defer to that member only 62% of the time. Although reliance on the best member is positively related to group performance, the authors postulate that the relationship may be more complex than is commonly assumed.     

The perceived value of team players: a longitudinal study of how group identification affects status in work groups

Theory and research on status attainment in work groups primarily focuses on members’ abilities and characteristics that make them appear competent as predictors of their status in the group. We complement the abilities perspective with a social identity perspective by arguing that another important determinant of a member’s status is based on the extent to which the member serves the group’s interests. Specifically, we assert that a member’s identification with the group affects performance on behalf of the group, which in turn affects other members’ assessment of the member’s status. We test this social identity perspective on status attainment by studying the influence of members’ group identification on their performance and status in the group, while controlling for the members’ abilities and status characteristics. In a three-wave longitudinal field study following 33 work groups during a six-month group project, we find that members’ identification enhances their performance on behalf of the group, which in turn increases their status within the group. As such, our study advances insights in the determinants of status attainment in work groups and points to the relevance of the social identity approach for research on the antecedents of status in work groups.     

Participation in Religious Groups as a Function of Group Composition: A Self-Attention Perspective1

A self-attention approach to the effect of the group on the individual is applied to the phenomenon of participation in religious groups. Previous work indicates that group members become more self-attentive, and thus more concerned with matching to standards of appropriate behavior, as the relative size of their subgroup decreases. This suggests that, in the context of religious groups, members of a congregation will be more self-attentive, and thus more likely to participate in the religious group, when there are fewer congregation members relative to the number of ministers. The results of analysis of ten archival records of participation in religious groups support this perspective. The importance of self-attention processes in religious group settings is discussed.     

Influence of Expertise on the Intentional Transfer of Motor Skill

Intentional transfer of expert knowledge is an important issue in cognitive science and motor skills. How subjects deliberately transfer expertise in karate when learning a closely related motor skill (tai chi) was examined in this study. Subjects (N = 20) learned a videotaped sequence of self-defense movements, evaluated their learning, and then performed the sequence. Self-regulation of learning is believed to be central to effective transfer. The measures of self-regulation were accuracy of self-evaluation, video use, and approach to learning. Results showed that unlike novices, experts used self-regulation, learning strategies, and the video player in more complex ways in self-regulation. Experts, as compared with novices, demonstrated their greater knowledge through the higher quality of their performance and their better comprehension of movement meaning; but both groups recalled an equal number of moments, suggesting that both experts and novices transferred general knowledge about learning.     

Strategic demonstration of problem solutions by groups: The effects of member preferences,confidence, and learning goals

Research indicates that groups perform best, and their members learn the most, when they solve problems with demonstrably correct solutions. These outcomes are often attributed to correct members demonstrating to incorrect members how to solve such problems. However, because few studies have directly observed group interaction (Moreland, Swanenburg, Flagg, & Fetterman, 2010), the extent to which correct members actually demonstrate problem solutions remains unclear. Assuming that groups are strategic and desire to solve problems both accurately and efficiently, we predicted that initially correct minorities would be more likely than initially correct majorities to demonstrate problem solutions. Results from two studies support this prediction, in the form of member behavioral intentions (Study 1) and observed group interaction processes (Study 2). Study 1 also highlights the role of confidence in this effect, while Study 2 reveals that demonstration is overall more likely when groups have a goal that encourages member learning.     

Rhyme and Reason: Emotional Capability and the Performance of Knowledge-Intensive Work Groups

Organizations greatly depend on the performance of small, autonomous, knowledge-intensive work groups. These groups can be perceived as bundles of knowledge-based resources that reside in the groups' individual members. In addition to developing individual skills and know-how, performance of knowledge-intensive work groups depends on the successful integration of diverse individual skills. In particular, the integration of highly specialized individual knowledge can occur only when groups foster an atmosphere that encourages cooperation and divergent thinking. In this article, we develop a general model on the role of emotions in knowledge-intensive work groups by integrating literatures in the areas of psychology, organizational behavior, organization theory, and strategic management. Intense social interactions within knowledge-intensive work groups, and the turbulence that characterize their environments, generate many events that elicit emotions among group members. Moreover, through social interaction, emotions transmit from member to member. Consequently, it is critical that knowledge-intensive work groups develop emotional capability, or the ability to recognize and regulate emotions of group members.     

Demonstrating knowledge: The effects of group status on outgroup helping

We examined, in two experiments, the notion that members of low status groups, more than members of high status groups, use outgroup helping as a strategic tool to demonstrate their group's knowledge and boost its reputation. In Study 1 (N = 103), we compared outgroup helping in response to requests for help with offering help. As predicted, participants' knowledge was positively related to outgroup helping in response to requests, but only among members of low status groups. Knowledge also predicted the offering of help among members of high status groups. The second study (N = 75) replicated the findings from the requested help condition and showed that the effect disappeared in a condition in which help could not reflect ingroup knowledge. Additional data support a conclusion in terms of a collective strategy to boost the ingroup's reputation by demonstrating ingroup knowledge to the outgroup. The implications for promoting outgroup helping in a salient intergroup context are discussed.     

Matching choices to avoid offending stigmatized group members

People (selectors) sometimes make choices both for themselves and for others (recipients). We propose that selectors worry about offending recipients with their choices when recipients are stigmatized group members and options in a choice set differ along a stigma-relevant dimension. Accordingly, selectors are more likely to make the same choices for themselves and stigmatized group member recipients than non-stigmatized group member recipients. We conducted eight studies to study this hypothesis in different choice contexts (food, music, games, books) and with recipients from different stigmatized groups (the obese, Black-Americans, the elderly, students at lower-status schools). We use three different approaches to show that this effect is driven by people’s desire to avoid offending stigmatized group members with their choices. Thus, although prior research shows that people often want to avoid being associated with dissociative groups, such as stigmatized groups, we demonstrate that people make the same choices for self and stigmatized other to minimize offense.     

The communication of social stereotypes: the effects of group discussion and information distribution on stereotypic appraisals

Stereotypes are fundamentally social constructs, formulated and modified through discussion and interaction with others. The present studies examined the impact of group discussion on stereotypes. In both studies, groups of participants discussed their impressions about a hypothetical target group after having read behaviors performed by target group members. These behaviors included both stereotypic and counterstereotypic examples, and the distribution of these behaviors varied across discussion group members. In some groups only 1 member knew of the counterstereotypic behaviors; in other groups this information was distributed across all group members. In general, discussion led to a polarization of the target group stereotypes, but this effect was lessened when the counterstereotypic behaviors were concentrated in 1 group member. In this case, these counterstereotypic behaviors were discussed more and retained better.     

Helping Groups Determine Their Most Accurate Member: The Role of Outcome Feedback1

One of the difficulties groups have when making quantitative judgments is determining the relative quality of members’ inputs. Outcome feedback was investigated as a method for improving the ability of groups to identify their most accurate member. Results indicate that groups given outcome feedback were better at identifying their best member than were groups that practiced without feedback. This occurred even though the same individual was seldom the most accurate across items. However, groups given feedback were not as accurate as their best member any more often. This suggests that groups given feedback are learning how to discriminate valid from invalid cues, but are not using this information consistently when making their group estimates.     

The impact of information distribution,ownership, and discussion on group member judgment: The differential cue weighting model

It is often assumed that groups or teams pool knowledge and consider more information than individuals. However, numerous group decision-making studies have found that groups tend to focus on information that members had in common before group discussion instead of exchanging members’ unique information. This paper extends previous research and introduces the differential cue weighting (DCW) model to explain how group members form and revise their judgments during group discussion. It is proposed that information cues are differentially weighted depending on the combination of three factors: the cue’s initial distribution, its ownership by the member, and its addition to group discussion. An empirical study provides support for the DCW model, demonstrating that, for individual judgment, unique information can be just as influential as common information, but only for the member who contributed it to discussion.     

The biological function of Pavlovian conditioning: Learned inhibition of aggressive behavior in territorial fish

Following Pavlovian discrimination training, stimuli predicting the appearance of a territory intruder (an excitatory conditional stimulus, CS+) or the absence of that event (an inhibitory conditional stimulus, CS−) were presented to pairs of territorial male fish immediately before their first aggressive interaction. Pairmates that both received excitatory stimuli prior to the confrontation were significantly more aggressive than a control group which received the same training but which received neither a CS+ nor a CS− in the test. Pairmates in which both received a CS− were significantly less aggressive than the control group. In these three groups, no differences in aggression were observed between the individual members of a single pair. Two additional groups were composed of pairs whose members received different stimuli prior to the test. Although no differences were found between pairmates in the group in which one member received a pretest CS− while the other member received no stimulus presentation, large differences in aggressive behavior were obtained when one fish received a CS+ and its pairmate received a CS−. We discuss the behavioral ecology of terriorial behavior in fish and attempt to show the potential importance of these results in this naturalistic context. In addition, we discuss the implications of an ecological approach for causal analyses of inhibitory learning.     

Leadership in community mutual support groups for mental health: A qualitative case study from the leaders' perspective

This study explores the experience of leadership of member‐led community‐based mental health mutual support groups. Recent research has documented factors that affect these groups, including leader well‐being, but little is known about the experience of leadership at the individual level. We aimed to understand more about the experience of leadership and how leading members conceptualise their roles. Individual semi‐structured interviews were conducted with 14 leaders of a community mental health mutual support group in England and thematically analysed. Three themes were identified through which leading members conceptualised their roles and group dynamics: (a) “It's a family”; (b) professional values; and (c) working as a team. These knowledge frameworks appeared to influence leaders' well‐being and conceptualisations of their role. The potential impact of this on group stability is discussed. Recommendations are made that group and individual‐level processes be considered together in future research in mental health mutual support contexts due to their interconnected nature.     

The effects of status on identification with multiple groups

Three studies explored the effects of the relative status of the multiple groups of which individuals are simultaneously members. In all studies participants reported their identification and their perception of the status of two groups (either real or experimental) of which they were simultaneously members. Results of all three studies lend support to the hypothesis that reactions to an ingroup are affected not only by the status of that group, but also by the status of another group of which an individual is simultaneously member: Individuals tend to perceive an ingroup as having higher status, and to identify with it more, if they are simultaneously members of a different group which has low rather than high status. Copyright © 2002 John Wiley & Sons, Ltd.